oups. >>that doesn't sound so good for california. >>no. >>it doesn't sound good for humanity period. >>venezuela. [man calling out numbers] stand by the bus please. mr. jenkins. [man calling out numbers] by the bus. mr. smith. [man calling out numbers] out there, by the bus. [ ♪ theme music ♪ ]

>> gavin: hello, and happy new year. thank you for watching the show. we start the new year with topics that i think are heart and soul of the show. ideas, innovations and solutions. we brought in trail blazers to kick off 2013. they may not be household names but they've all come up with products and solutions that i'm sure you're familiar with. jeremyjeremy stoppelman with yelp. clara shih with required reading at harvard business school. and she's founder of hearsay social. and you're probably at one time a sharer of box.com. we begin with jeremy stoppelman, the former vice president of pay

pal, and co-founder of yelp. where did the name yelp come from? >> yeah, we set out to create just this new internet site to finding new businesses. what would be a good name for that? what about yelp. it's like help, it's like yellow pages, and it's memorable. i had a bad idea. >> what was that? >> yocal. just a terrible name. it could be misspelled. but i thought being smart with y yockal. >> gavin: is it true that you were sick and you wanted the qualification of a good story.

is this the origins of yelp. >> yes, i did come back to san francisco, and i was trying to help start new internet companies. i was in a little incubator space. i spent time brain storming, and through the course of that i got sick. i just wanted to go see a general practitioner. i turned to google, doctors in san francisco, hoping to find someone talking about a really good doctor. i really didn't find anything helpful. i ended up on insurance website and in a wasn't what i was looking for. that crystallized to me that there was a problem. how do you find goodbyes on the internet. we had the yellow pages but it had not turned into something helpful on the internet. >> gavin: yelp is so helpful in restaurant reviews. it's just started out as a general directory site.

an automated version of the yellow pages with content to share. explain the origins and thinking and evolution since the beginning. >> sure, so it started with this idea that we wanted to help people find the best local businesses. and what's the way to find the best local business? you ask your friends for recommendation. word of mouth. if we could find a way to capture word of mouth what is in people's head. bring it online and make it searchable that would make 2 it far more powerful than the yellow pages. we built a site and it was asking friend for recommendations. a q and a for service. there you could write your own review without asking the question and that's what resonated for people. >> gavin: to begin you didn't have a ton of traction until you started seeing things slow down, until that discovery on the writing of the review made more

prominent, then you redesigned the site, sort of relaunched it? >> we saw that people were take taking to that feature. they wanted to share the information. we moved away from the question-answer concept and it became a platform for people to have a voice to share recommendations of local businesses. that allowed others searching google to discover this content this word of mouth that was suddenly online. >> gavin: in the businesses included it just runs the gamut. not just restaurant, but those doctors that you referred to, barbershops, whatever it may be. what is the biggest surprise in terms where there has been particular traction compared to what you thought the trajectory would be in 2005. >> but iin 2005 2005, 2006. >> i think the surprise is everyone wanted to review. people get addicted, passionate. it starts with restaurant and nightlife and then spills into everything with an draws.

sometimes politicians like yourself have turned up on the site with many reviews. but even little landmarks people might not have noticed before. there is the yoda near the the presidia has a review. >> gavin: not everyone likes to be reviewed. politicians in particular. but restaurant and the question remains, who is doing the reviews? folks who are doing the angry screen are they competitors trying to take someone down or owners trying to build something up. how do you vet the veracity of those reviews. >> trust is so important in yelp, that's one of the reasons why we're so successful. from the beginning we understand you got to find a way to protect against some of this behavior you're talking about. it can't be easy for someone to

go and slam a competitor. from the very beginning we designed the review filter which analyzes all sorts of things to detect specific patterns and filter out suspicious reviews. as a result, the content you see on yelp is the most trusty, the most reliable that we could possibly have. i think that's what is really worked for consumers. when they're browsing the site they're reading experiences that others are having. when we walk in the door we set the expectations. that's why the brand has come to mean something special. >> gavin: restaurant are still the dominant place. the unifier as it relates to these difference markets people tend to start there and then go down that list? >> you know, it's an area of passion. it's a great way to get started with yelp. often it's the category that has enough reviews to be useful, especially to readers. someone who discovers the site. when you think about it, if you

sat down to write a review, you probably have 40, 50, 100 restaurant you could review off the top of your head. but how many doctors do you have to review? hopefully it's just one. >> gavin: that's right. >> maybe two or three but hopefully not too many. as a result it takes longer before we get the depth in the category like doctors to be useful in a given city. >> gavin: what has been the most surprising part that have growth and trajectory. i imagine if you looked at your original business plan to today where is the deviation and boy this is surprising all of us. we didn't expect to find ourselves here. >> one of the mysteries in the very beginning or one of the things that investors were worried about, san francisco different than the rest of the world? all the other cities in the country? we heard funny things, yeah san francisco, yelp works there but new yorkers will never take to it.

san franciscoers love to help people out, it's the hippy tradition, we laughed but investors were really serious about that. but eventually as we grew and it started traveling it spread to other cities. so it all worked out in the sunshine we have to take a quick break but when we come back why jeremy believes a solid online and off line is key to the company's future. honest. they know that i'm not bs'ing them with some hidden agenda, actually supporting one party or the other. when the democrats are wrong, they know that i'm going to be the first one to call them out. they can question whether i'm right, but i think that the audience gets that this guy, to the best of his ability, is trying to look out for us.

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[ ♪ music ♪ ] >> gavin: we're back with jeremy stoppelman a drop out from harvard business school and enormous successful ceo of yelp. you're known not to just invest in technology but invest in people. you have a remarkable sales force that goes out and explains to tens of millions of businesses what the opportunities are to participate. was that always part of the online-off line construct thinking that came with you from the beginning? >> there are two sides to it. there is the community side, which from very early on we thought this off line-online thing could be really powerful. it's not just a community online but it's a group of people that really love to get together and swap tips in realtime. if you're a reviewer you have all these ideas. the reason why you join yelp is to talk share all these things you have found. organizing events became a powerful thing, something that

we now do in all of our markets. >> gavin: because thee least status of those participating. >> those most into yelp become yelp elite. then come to our events. then the other side of it is of course sales. reaching out and selling our ad products. then we realized that business owners are overwhelmed with the online stuff. business owners will spend all day in business and if you're cutting hair you're not thinking how to market yourself online. it's a consultive process. we have folks spending time on business owners, educating on what yelp can do for them, how it can help, and we built a large sales team as a result. >> gavin: do you think you've made these businesses better, stronger, or do you see some of the affects the unintended consequences of people taking down businesses because they're clearly not operating at the

level they should and they lack transparency and now they're exposed. what is your sense? it has been enabling and strengthening endeavor? >> i think for consumers it has been an enormous boon. and as a result it has been a huge boost to local businesses. you think about before. if you want to go to a coffee shop and you didn't have yelp, you're taking a risk on something unfamiliar or you go to starbucks they market to you and it's so familiar you know what you're going to get. but now you can rely on yelp, and you can turn to yelp and say what is a good coffee shop and believe what it says. it's not that commerce is going to these businesses where they might have trouble finding new customers. on top of that i think customer service is really the new marketing especially with all these online channels. the fact that people can have such a loud voice especially if you deliver incredible customer service. if you're delaying when they

walk in the door, they're going to take about it and your business will take off. >> gavin: you set out to involve people with google. there was a serious offer on the table. decided not to go down that path. to hold on and finally go public and it's been a spectacular run as a public company. in contrast to others who came out at the same time and haven't done a well. what was the motivation not to sell when you knew you could make real big dollars, to take the risk and go to the public market. >> at a moment like that you take a look at your options and you try to figure out what do you want. for you the shareholder, the employees, and you know when it came down to brass tacks when it came down to the end it felt like we had this enormous opportunity ahead of us. and at the time we had probably, 10,000 or something like that local business advertisers in an

ocean--maybe 2 million of them in the u.s. alone that could have signed on. i felt like we were just starting spreading our wings. why not be independent and chart our own course. we're all having a great time doing it. we were able to line up a partner to finance us at the time, and ultimately we did go public and it has been a pretty good outcome so far. >> gavin: how do you keep fresh? how do you innovating in this fish bowl of a public company. >> as it turns out any tech company is in this state of anxiety. what is coming next? is a start up going to come around the corner and get me? is a big company going to launch a product that i was ready or i wasn't looking for. what are the new ideas that i need to be on top of. the example would be the launch of the iphone. that took us from a place where there really was no mobile web. there was wap but it was a technology that nobody used.

that immediately changed the game. and it created this enormous opportunity, and it was essentially ours to lose. we had this local content from the yelp site. we're able to bring it on to mobile. we had an app and now that has become an enormous asset for us. it's one of most interesting things, it's growing so fast and mobile is really the future of a lot of our time when we're spending it on the internet we're going to be doing it most of the i'm time on mobile devices. >> gavin: do you say it's the dominant transition in the tech world, the move from desk top to mobile. are you seeing different behavior, patterns people utilizing differently than the desk top. >> peak hits are weekdays.

democrat graphically there is probably something there. the people who like to adopt technology are probably on the smart phones before everybody else. but at this point smart phones are pretty mainstream. it's getting broader and broader. the traffic is growing a heck of a lot faster than what we're seeing on desk top at this point. there are a lot of more people on mobile phone. >> gavin: where are you in three or four years besides all over the world, in asia for example. what do you see, do you see finding your way in government services and holding accountable the department of department of motor vehicles or the interaction we have with city government state federal where do you see your users going with this platform. >> some of that is already happening. if you take a look at the dmvs here in the san francisco bay area there are a lot of reviews and insights that the government could take from that if they wanted to improve their

processes or their customer service. if you dig deeper there are probably other government services that have been reviewed. i haven't looked at all. them, but its happening. as a general rule we don't try to direct people to specific categories, we give them a platform to be heard. we want to be supportive of that and it does happen. >> you were with pal pay pal with an all-star cast of folks, a great success. you're a completely different guy now in this post world after all this success or the same guy in a different environment but struggling your way through trying to convince folks that nothing has necessarily changed. >> i don't think i've changed that much. certainly i've developed skills that i didn't have before. i'm out front a lot more than i

was. in my pay pal days i was really involved deeply in engineering. i started as a software engineer. now i'm doing a lot of media like today. it's been a change and a growing experience. but deep down, yeah, i'm the same 'ol person. >> gavin: jeremy, thanks so much for coming on the show. >> thanks for having me. it's been great. >> gavin: great. >> gavin: next you'll meet a remarkable young woman who is a true pioneer in social media. find out how 30-year-old clara shih has put her skills to work to being the youngest member on the board of starbucks. i want to have that conversation. let's talk about it. really? you're going to lay people off because now the government is going to help you fund your healthcare. really? i want to have those conversations, not to be confrontational, but to understand what the other side is saying, and i'd like to arm our viewers with the ability to argue with their conservative uncle joe over the dinner table.

>> gavin: chair chairclara shih is the ceo of hearsay social. thank you for being on the show. >> great to be here. >> gavin: so many of us are overwhelmed. you've got just as individuals google plus now. linked-in. instagram, did you respond to twitter feed, facebook, you never got back to me. many more issues, a grand cohesiveness. so you started a company hearsay to try to make that much easier process to manage. >> that's right. it's a easier process.

it's a technology that helps companies find all the social media pages and channels that already exist either through their own employees or agents or were that created by their customers. we help them to get legal compliant, protect the brand and turn those into authentic marketing and sales chants. >> gavin: arechannels. >> gavin: mymicrosoft following the model of apple seemingly this notion that the on and off line experience, what does that trend generally, or is it a trend at all or is it scatter shot isolated. >> i think it is a very important trend mace possible through mobile devices and through geoservices. the first wave of the internet we created thesee commerce channels and online experiences

that were separate and distinct from our off line selves. then came the phone. the phone became the bridge from our digital selves and the online selves. when people check facebook, they bring together those selves. and then when you add driving store behave that brings that in seamlessly. >> gavin: where do you see that going in the next few years. is that an exponential quality to that in terms of the trendline or do you see it flattening? >> i think it's exponential in the next few years because it's still the early days. we see this through the manifestation of local store pages. you have got all these local store pages. most chief marketing officers don't even know that they exist. they don't realize that these

are opportunities to talk to customers where customers have already communicated to you and indicated they want to be engaged with. and you can give them product announcements, special deals. as we start to play into that more, that will become a big part that have seamlessness strategy. >> gavin: what do you say to folks individually, not just businesses, but to both that are overwhelmed because there are so many wonderful social media sites, so many wonderful places to go, to amplify a message get support and to be part of a community, restaurant now focusing on yelp, but every month there is something else. you're not on that, you should be. there is a point of overwhelm. we talk about the notion that one-way conversations are dead and there has to be a feedback loop. you have to be engaged where your customers are. how do you do that without sacrificing the day-to-day operations of a business? is that something that increasingly companies are outsourcing?

or those as individuals need to outsource? how do we manage our own affairs in that respect let alone companies managing it themselves. >> you bring up a great point. i think first and foremost corporate usually has to spend some time prioritizing which network and media sites they want to enable. you can't boil the ocean. especially if you're starting out you have to pick one or a few to do really well at first. beyond that that that's the key role that hearsay social plays. we work with people whose their agents managers and districters distributors, they don't have time to create the marketing materials, that's really an area of value that corporate can provide for them and get leverage across each of those local points. >> gavin: for individuals, what would you say to folks, you know that want to build their own brand or individuals that

are literally running their own operations as independent contractors, sort of the sales force of one, a business person as an individual, how do they manage that process? >> i would submit that even people who don't consciously want to build their own brand have to start thinking about it. on social media our profile is our brand. the photos that we use. the photos that our children use and share that stays with us over time and effects our people think of us, potential friends colleagues, employers, etc. the advice i have is just think about the various audiences think about what they want to convey in terms of brand and messages, individuals have to do the same thing. >> gavin: do you think we're losing depth as we go proud? i think i heard you talk about the notion just the idea not too many years ago our own opportunity outside of meeting face to face was to get on the phone and hear one another's voice and the inflections in the

voice. then we went to e-mail. now we're tweeting or on facebook so we can connect with more people and much quicker time. 140 characters, boom, boom, texting and the like. but are we losing the soul of those relationships? are we losing the nuances the depths complexity or are we finding something more magical in social media? >> i would argue that the internet causes us to lose some of the department because it was so anonymous. and social among digital technology creates more depth because of the rich multi media interaction because of the photo, video contenting. in general it's not that we no longer get together face to face or no longer make calls but we have an expanded repertoire of communication tools. where i feel most concern is for kids. kids who never learned how to talk on the phone.

they don't have the phone skills. we interview those people all the time at our company. for them they need to make sure that they understand the basics before you give them these tools. >> gavin: by the time you were 30 you were appointed to the starbucks board. you started this company. you're barely over 30 years old. what's it like serving on the starbucks board? has it been everything you hoped for? i know you have to be nice and sensitive to public company but was it a daunting task, enter graining as a remarkably young person into a board of that stature? >> yes to all of those questions. it's been a tremendous experience. i joined it about a year ago and i--there isn't a single meeting that goes by why i don't learn a tremendous amount both from howard as well as the other board members. >> gavin: what is it like to be such an accomplished person at a ridiculously young age. >> i don't know that i feel tremendously accomplished. we're here in silicon valley.

there are so many smart talented passionate people here. i feel like i'm among peers. every day i learn an incredible amount from my team, from all my colleagues, and the various groups that i'm a part of. so i feel very privileged and blessed. >> gavin: you must feel an knee an enormous amount of pressure to meet expectation. to be everything that people say that you are. do you feel that? >> i think i put pressure on myself, but it's a good kind of pressure. >> gavin: you find balance in your life. >> i try to. >> gavin: does that mean no? >> who in san francisco has a balanced life. >> gavin: how do you define balance. what is balanced for you? you're able to take time off find family time, or do you find you can integrate that work life in a way that you talk about seamlessness where it's seamless to you.

>> it's seamless in my life. that's the benefit of running your own company. you can hire people you like to spend time with. i'm friends with everyone in our company, and we have a lot of fun together even as we're building very business-oriented types of applications. >> gavin: thank you for being on the show. thank you for taking the time. >> my pleasure. >> gavin: finally just 28 years old, aaron levie has already made an enormous impact as co-founder of box.com. allowing people and businesses to share content online. (vo) first, news and analysis with a washington perspective from an emmy winning insider. >> i know this stuff, and i love it. (vo) followed by humor and politics with a west coast edge. bill press and stephanie miller.

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>> your classroom computer. your dorm computer. some colleague's computer. it was very honest it was wildly inefficient about how you move your data around. you're using thumb drives or usb sticks. and you know i've been building website since i was 12 or 13. it was obvious that you could solve this with technology using the internet. that came together and realized there should be a solution that was a simple way to put your data online. we called it box.net to help emphasize that simplicity. it's a box in the cloud. you can put your date it in there and let everybody share. and to bring it home. we ultimately a couple of years after decided to focus on the

enterprise market and that's what we do today. >> gavin: let's go back. you're sitting there. you start this company. you're in college. you're in school. you're the customer service you're the front and the back of the house. and it gets overwhelming. you have to make a decision in life. one path or another. do we pass it off or do we drop out completely and get serious about this. but first you're e-mailing folks and no longer longer using poker profits. >> you have been reading. >> gavin: and out of nowhere he says what the heck. i'm sending a check. >> consistent with mark cuban's behavior. he just reads an e-mail. >> there was some time between the two events but not a super long time. we e-mailed him.

in 2005 he had one of the most popular blogs on the internet. if you go back eight years there weren't a lot of blogs online. blog maverick was popular. he wrote will technology. we e-mailed him and a complete long shot. we dropped a let from paul allen's house asking if we could raise money from him. he was one of many but one of the only one who responded and we love him to this day for that. but he decided that he was similarly thinking about this idea that you should have all your data in the cloud. you should be able to get to it from anywhere. band width was increasing and we have the technologies coming together to provide this experience. after a few weeks of talking back and forth he decided to invest $350,000. that was--i would say that was kind of a good catalyst to decideing to leave college at the time. >> gavin: so you leave and then you put this out and you got customers.

this thing didn't take years to gain traction. you saw market and people gravityized towards it. >> we had plenty of customers before mark even invested. that's where the poker winnings were funding that. >> gavin: just in the middle of the conversation, you're a co-founder using online poker dollars to keep this aploat. >> it's not even sarcasm. literally really good at online poker. and just as another note for the audience, that was when online poker was legal. >> gavin: good point. >> nothing too shady about that. but he was one of those players where he would have 19 screens at once and he would do this robo tron poker man. if you lost $100 to this guy duke dillon 123 that was probably him. so he was funding the company. you know, initially with all these winnings. we were able to get customers

early on and realized wait a second, this idea that we had other people would have this issue. and it was correct. people gravitated to this service and there was more opportunity hence mark cuban hence leaving college and coming up. up. >> gavin: what was the attraction to silicon valley? to be around folks of like mind. >> yes zuckerberg's facebook had come out prior and shown the internet that this is a re revitalization and companies like youtube was coming back and slicker and delicious and then in 05 on 05-06 where we were going to have faster internet experiences, that's was envogue

and it was the right place to go to, and we were fortunately welcomed in the valley, and we've had a really great time here. >> gavin: you took a different tact. it was a tact that you had oriented yourself earlier before coming to the valley, which was not necessarily consumer driven, social, but enterprise. hardly sexy topic even today. although you argue differently because it has been incredibly successful. >> you would believe me because of how charming i am. >> gavin: you are. let's make the case on enterprise. >> what we found and i would have to say that we got a little lucky in landing into this change that was happening. what we found was people were bringing their own technology into the workplace. by making box available to everyone in the world individuals would bring the tool in their work environment and then the cio would say, we have hundreds of people using these solutions, let's employ it for the entire organization. we build the box as a hybrid

software company where you're bringing value and serving the end user and also able to sell to you and integrate the more traditional means enterprise is putting together for their strategies. >> you're there to accommodate whatever it is. we're working on a tradition pc or someone has a tablet, android or iphone, you're about integration. you're not picking winners and losers yourself. >> yes. >> gavin: that said you partnered with some of these large, covered the saps, the sales force, but also the big boys and what the idea of those partnerships is a recognition on their part that they need to be part of this world that's changing? >> yes. >> gavin: and they need to be more nimble. >> it's recognition that they need to change and bring new parts to the market. the best example we have is microsoft. microsoft for six or seven years

we were competing with them with their product microsoft share point. they probable by probably didn't care about us as much as we cared about them. we were competing with them and trying to prove to the world that we had an easier, more elegant product. a year ago they started reaching out to the ecosystem for applications for windows 8. we were one of those applications. we're competeing very directly with them. but on the other side of the business they have to make sure that they have an ecosystem for the tablets and what we've moved into this world the big lumbering giants have to be able to reach out to the ecosystem and work with start ups and new innovators or they won't be able to serve their customers in the way the customers are expecting

to buy and use technology. >> gavin: you have had remarkable success and scale that with venture capital in the last couple of years. i lost count i added it up, hundreds of millions of dollars. your challenge it seems as you grow, you become potentially less nimble. >> mm-hmm. >> gavin: that success opens the door of opportunity for others that see vulnerability. >> you're going to give me nightmares. >> gavin: but you have not just the small start ups but google jumping in. you name it. they understand the opportunity that you saw in 2004 and 2005. >> yes. >> gavin: how do you manage that? what is the organizing principle behind that. >> yes, so i--i'm already paranoid just hearing about it. we're very--we try to balance being incredibly customer-driven as well as being competitive and how we're changing the

marketplace. i would say one of the best changes that happened in this base is that the winners are going to be much more customer-driven than they were five or ten years ago. what i mean by that, if you look at a google or microsoft or apple, their strategy is how do we get to you buy as many technologies or solutions we sell as possible. what turns out in an enterprise context, enterprises don't have that same kind of loyalty or allegiance to a single brand as the vendor wishes they would have. and what you end up seeing in the average organization and i'm sure current is no exception you'll have people with ipad, some with mac android, and one guy in the corner with a blackberry. and all of these technologies come together in an organization, and you need solutions that can work with all those tools. >> gavin: right. >> we think that over the next three, five, ten years the leaders in these various spaces are those that work on a very

holistic way an agnostic way with all the players that customers want to be able to implement. >> gavin: you're estimating in the final moments of the last ten years which have been remarkable, 2004-2005, looking back at the world that you entered into. >> yes. >> gavin: compared to where we are today. what is that trendline in the next five years? is it exponential? is it the cloud the dominant force? big data, overstated, understated. government intervention, government apathy in this space? what is your general assessment. regulatory and trendline assessment. >> the regulatory environment has not caught up with the changes that has happened. you think of something as simple as our patent environment. it has not caught up with the speed involving the innovation that is happening in the

marketplace. you can fairly trivially get a patent that hundreds of people are working on for all kind of various technologies. we don't think that will help spur innovation. that's a small thing on the regulatory side. the trend is ex-potential. you know, if you look at the main frame the mini computer, the pc to client service, mobile to cloud. in every one of these shift there is a five to ten-x growth in the size of the technology ecosystem, and we're only in the final stages of one of these shifts which is mobile and having mobile commuting computing in everything we do. in the past ten years people went from an office and worked on a computer. in the next double of years you'll have billions working on tablets. it will create unpredict

abilities on starts up. i'm bullish on the technology space. but i think it would be unwise to write off the innovation here by any means. >> gavin: aaron, great to have you. >> thank you. the only thing i would say to you, we can fix the immigration reform that would help. >> gavin: you need a reform h 1 bb. >> anything. any way. >> gavin: you can't find talent. >> we can find it, but i know we'll be way better served with may more talent. changing education to immigration. we're absolutely reducing our competitiveness as a country we're reducing our competitiveness as an economy and it's shocking how little action there is in this area right now. >> gavin: you're not saying this--you're point of emphasis, you really are not under estimating your fear as a

business leader of that concern elect officials need to wake up to the reality. >> sure. if people are dramatically under estimating we're all under estimating it because the changes that are going to happen in the next decade are profound and completely again unpredictable in the terms of size and scope. if we don't have as much talent as possible building these companies and technology, we're going to be in a very weak position. >> gavin: thanks, good to see you. >> gavin: good to see you. >> what do our three young aunt entrepreneurs have in common? constantly looking for facing new challenges we see stay. a soft surface that could be home to thousands of bacteria. lysol disinfectant spray freshens doesn't stain, and unlike febreze it's approved to kill 99.9% of bacteria. join the mission for health.

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>> gavin: as we jump head first into 2013, it's question i imagine on everyone's mind is what is next? we heard in three young entrepreneurs who excel in predicting the future.

their businesses are thriving as a result. their models are savvy young tech leaders who have their fingers on the pulse of the nation the economy social media and tech innovation. a lot of us can learn a lot from what they have to say. jeremy stoppelman sees a future where every day american curate the reputations not only of restaurant but doctors and even politicians. and with all the chatter out there, all the chatter on the web, clara shih is showing businesses how to maximize their social media presence. a you vital tool for everyone in business, i would add politics and government as well. facebook and twitter they're likely to be here for the long haul, but silicon valley is a high octane machine of invention and revolution. i'm excited for 2013. i believe it will be shaped in part of young tech leaders like my guests tonight. and have a good night and don't

forget to continue the conversation on our facebook, twitter and google plus. [ ♪ theme music ♪ ] those types are coming on to me all the time now. >> she gets the comedians laughing... >> that's hilarious! >> ...and the thinkers thinking. >> okay, so there's wiggle-room in the ten commandments is what you're telling me. >> you would rather deal with ahmadinejad then me. >> absolutely! >> and so would mitt romeny. >> she's joy behar. >> and the best part is that current will let me say anything. what the hell were they thinking? >> only on current tv.